M.A. Hogg (Michael)http://repub.eur.nl/ppl/881/
List of Publicationsenhttp://repub.eur.nl/eur_signature.pnghttp://repub.eur.nl/
RePub, Erasmus University RepositorySelf-uncertainty and support for autocratic leadershiphttp://repub.eur.nl/pub/37767/
Tue, 01 Jan 2013 00:00:01 GMT<div>D.E. Rast</div><div>M.A. Hogg</div><div>S.R. Giessner</div>
Building on uncertainty-identity theory and the social identity theory of leadership we
hypothesized that self-uncertainty would be associated with greater support for autocratic
leaders, and less support for non-autocratic leaders. We surveyed organizational employees
(N ¼ 215); assessing the effect of self-uncertainty and how autocratic they perceived their
organizational leader to be on measures of leader support. As predicted, less self-uncertain
participants were more supportive of a non-autocratic than autocratic leader, whereas the
opposite was the case for more self-uncertain participants—they were more supportive of an
autocratic than non-autocratic leader. The effect was mediated by perceived group prototypicality
of the leader. Implications for uncertainty-identity theory and for a wider analysis of
the role of uncertainty in leadership are discussed.Intergroup leadership in organizations: Leading across group and organizational boundarieshttp://repub.eur.nl/pub/32834/
Sun, 01 Apr 2012 00:00:01 GMT<div>M.A. Hogg</div><div>D.L. van Knippenberg</div><div>D.E. Rast</div>
Intergroup leadership-leadership of collaborative performance of different organizational groups or organizations-is associated with unique intergroup challenges that are not addressed by traditional leadership theories. To address this lacuna, we describe a theory of intergroup leadership. Firmly grounded in research on social identity and intergroup relations, the theory proposes that effective intergroup performance rests on the leader's ability to construct an intergroup relational identity. We describe key leadership actions to establish such an identity. How intragroup dynamics affect behavior in intergroup conflict: The role of group norms, prototypicality, and need to belonghttp://repub.eur.nl/pub/21519/
Mon, 01 Nov 2010 00:00:01 GMT<div>W. Steinel</div><div>G.A. van Kleef</div><div>D.L. van Knippenberg</div><div>M.A. Hogg</div><div>A.C. Homan</div><div>G. Moffit</div>
This study explores the role of intragroup dynamics in intergroup conflict. In a computer-mediated negotiation experiment (N = 107), we investigated how a group representative's standing in the group, group norm, and the representative's need to belong influence behavior in intergroup negotiations. We hypothesized that the extent to which peripheral representatives adhere to group norms is contingent on their need to belong, whereas prototypical representatives behave in norm-congruent ways regardless of their need to belong. In support of this idea, results showed that prototypicals behaved more cooperatively when the group norm prescribed cooperation rather than competition. By contrast, peripherals only adhered to the group norm when they had a high need to belong. These findings suggest that peripherals only represent the interests of their group when doing so furthers their self-interest. We discuss implications for theorizing about prototypicality, social exclusion, and conformity to group norms.Group member prototypicality and intergroup negotiation: How one's standing in the group affects negotiation behaviourhttp://repub.eur.nl/pub/59727/
Thu, 01 Mar 2007 00:00:01 GMT<div>G.A. van Kleef</div><div>W. Steinel</div><div>D.L. van Knippenberg</div><div>M.A. Hogg</div><div>A. Svensson</div>
How does a representative's position in the group influence behaviour in intergroup negotiation? Applying insights from the social identity approach (specifically self-categorization theory), the effects of group member prototypicality, accountability and group attractiveness on competitiveness in intergroup bargaining were examined. As representatives of their group, participants engaged in a computer-mediated negotiation with a simulated out-group opponent. In Experiment I (N = 114), representatives with a peripheral status in the group sent more competitive and fewer cooperative messages to the opponent than did prototypical representatives, but only under accountability. Experiment 2 (N = 110) replicated this finding, and showed that, under accountability, peripherals also made higher demands than did prototypicals, but only when group membership was perceived as attractive. Results are discussed in relation to impression management and strategic behaviour.Group Member Prototypicality and Intergroup Negotiation: How One's Standing in the Group Affects Negotiation Behaviourhttp://repub.eur.nl/pub/8502/
Tue, 01 Aug 2006 00:00:01 GMT<div>G.A. van Kleef</div><div>W. Steinel</div><div>D.L. van Knippenberg</div><div>M.A. Hogg</div><div>A. Svensson</div>
How does a representative's position in the group influence behaviour in intergroup negotiation? Applying insights from the social identity approach (specifically self-categorization theory), the effects of group member prototypicality, accountability, and group attractiveness on competitiveness in intergroup bargaining were examined. As representatives of their group, participants engaged in a computer-mediated negotiation with a simulated outgroup opponent. In Exp. 1 (N = 114), representatives with a peripheral status in the group sent more competitive and fewer cooperative messages to the opponent than did prototypical representatives, but only under accountability. Exp. 2 (N = 110) replicated this finding, and showed that, under accountability, peripherals also made higher demands than did prototypicals, but only when group membership was perceived as attractive. Results are discussed in relation to impression management and strategic behaviour.Research in leadership, self, and identity: A sample of the present and a glimpse of the futurehttp://repub.eur.nl/pub/11864/
Mon, 01 Aug 2005 00:00:01 GMT<div>B. van Knippenberg</div><div>D.L. van Knippenberg</div><div>D. de Cremer</div><div>M.A. Hogg</div>
Researchers in leadership effectiveness are paying increasing attention to the role of follower self-concept and identity as a mediator and moderator of the effectiveness of leadership. In this introductory article, we provide a short outline of this rapidly growing field of research, briefly introduce the articles presented in this special issue on leadership, self, and identity, and highlight key themes for future research that we feel emerge from these studies. These themes include greater attention to the dynamic interplay between leaders and followers, the incorporation of theories of fairness, and the role of leader self-concept.Leadership, self, and identity: A review and research agendahttp://repub.eur.nl/pub/12106/
Wed, 01 Dec 2004 00:00:01 GMT<div>D.L. van Knippenberg</div><div>B. van Knippenberg</div><div>D. de Cremer</div><div>M.A. Hogg</div>
This article reviews empirical research on the role of follower self-conception in leadership effectiveness, and
specifies an agenda for future research in this area. The review shows that several aspects of follower selfconception
(i.e., self-construal, self-efficacy, self-esteem, and self-consistency) may be affected by leadership, and
may mediate the effects of leadership on follower behavior. There also is consistent evidence that follower selfconstrual
moderates the impact of leadership on follower attitudes and behavior. Two key themes for future
research are defined. First, future research should focus on the development of theory about the role of relational
self-construal in the leadership process. Second, it seems particularly valuable to develop theory about the
interplay of different aspects of follower self-conception in leadership effectiveness, including the interactive
effects of these aspects of self. Working backwards from these theoretical models of follower self-conception,
specific leader behavior relevant to these aspects of self should then be identified.A Social Identity Model of Leadership Effectiveness in Organizationshttp://repub.eur.nl/pub/12117/
Mon, 01 Dec 2003 00:00:01 GMT<div>D.L. van Knippenberg</div><div>M.A. Hogg</div>
Research into leadership effectiveness has largely overlooked the implications of the fact that leadership processes are enacted in the context of a shared group membership, where leaders, as group members, ask followers, as group members, to exert themselves on behalf of the collective. In contrast, the social identity model of organizational leadership, proposed here, emphasizes the characteristics of the leader as a group member, and the leader’s ability to speak to followers as group members. In salient groups with which group members identify, leadership effectiveness rests on the extent to which the leader is prototypical of the group (i.e. representative of the group’s identity) and engages in group-oriented behavior (i.e. behavior perceived to benefit the group). Explicating the added value of our model and going beyond contemporary approaches to leadership effectiveness, we discuss how our model extends, and may be integrated with, three major contemporary approaches to leadership effectiveness (charismatic leadership theories, Leader-Member Exchange theory, and leadership categorization theories). In addition, we outline how our model provides a viable framework to integrate future developments in research on leadership such as a growing attention to leader fairness and the role of emotions in leadership effectiveness.Social Identity Processes in Organizationshttp://repub.eur.nl/pub/12200/
Sun, 01 Jul 2001 00:00:01 GMT<div>D.L. van Knippenberg</div><div>M.A. Hogg</div>